I did attach a complete soft and hard copy of the whole

book and I think what is great in it are three things : - The Diagram –guided style it takes as we see aplan at the beginning of the book followed by detailingof each step in a very coherent & rigid approach. This diagram or flowchart approach facilitates looking at the problems and setting aside the non required solutions and work on that is really have an impact.

- The examples that are scattered here and there

and which are very clarifying & illuminating to the ideas being addressed or the points being introduced.

- The final Checklist at the end of the book which

summarizes every thing and reflects the whole material in a snapshot way and wraps up everything

In the end, I hope through that brief introduction of the

ideas included in this book , I could do something inshedding some light on how to approach the performanceproblems being encountered at the workplace.Wishing you a good dayRegardsMohsen Saleh – April ,2008The Book is addressing the following questions: A- Is there is a performance Discrepancy

If there , then the second question ? is it important

or not?

If it is not important ……Ignore it

If it is important go to the following question?

Is it a skill deficiency or not ? If yes, It is Skill Deficiency Follow this list Questions

Used to do it ? If no arrange for Formal training If yes go to Ask the following Question Used Often? If no , Arrange for A practice If Yes Arrange for Feedback ------------------------------------------------------------------------ ------------------------- Simpler Change Job Way , Yes Arrange On-Job Training Has Potential if Not Transfer or Terminate

Is it a skill deficiency or not ?

If No, Go and ask the following questions ?

Is Performance Punishing ? If Yes Remove Punishment

Is non-Performance Rewarding ? If Yes, Arrange Positive Consequences

Is Performance Matters ? If No, Arrange consequences

If there are obstacles ?

Remove Obstacles

Select Best Solutions

&

Implement Best Solutions

In discrepancy , you have to identify the nature of thediscrepancy and once its nature identified , its importancecan be considered

How to do it :Ask the following questions :

- why do I think that there is a training problem?

- What is the difference between what is being done and what is supposed to be done? - What is the event that causes me to say that things are not right? - Why I am dissatisfied?

In determining the importance of discrepancy, if it is not

important , ignore it if it is important ,proceed to the nextseries of steps at determining the cause of discrepancy

How to do that is to ask

- Why is the discrepancy important

- What will happen if I left the discrepancy alone? - Could doing something in solving the discrepancy have any worthwhile results?Once the sentence completed such as discrepancy isimportant because .. in this way the discrepancy is beingevaluated more realistically.The elimination of discrepancy could be approached in twoways : - you can change what you are doing ( Actual Performance) - or You can change your expectations for the Performance ( the Desired Performance)

Is it a Skill Deficiency ?

We have to ask where we are ?

If there is a genuine skill deficiency , then the primary

remedy must be either change the employee skill level( teach him how to do it) or change what is required fromhim .

In summary, it is not automatically “ training Problem”

while detecting an important performance discrepancy, andthe solution does not necessarily involve teaching/training .Before you can arrive a true solution , you must discoverwhat kind of a problem you have. And key step in this is todetermine whether the performance discrepancy is due to agenuine skill deficiency .

How to do that is through asking the following

questions: - Could he do it if he really had to ? - Could he do it if his life depended on it? - Are his present skills adequate for the desired performance?

If it is a Skill Deficiency ?The following points will be covered :

Could he do it in the past ?

In this case determine if the skill once existed before?

May be the employees being trained and forgot

Or there is a lack of training ?

Also, if you want to sustain once-known skills at an

acceptable level, then the need is probably for a “ SkillMaintenance Program” .

Is the skill used often ?

Here, we have the statement , the more critical the skill, themore important that that practice is provided.

There is a case where:

- A skill deficiency exists - The person used to be able to perform the Skill well - The skill is in constant use

Here we have two points :

- Providing feedback about the quality of work - Whether he receives regular information about the quality of his performance to find out how well he is doing.

In brief : - If the skill is used frequently ,but has deteriorated despite regular use ,maintain the level of performance by providing periodic feedback.

- If the skill is used infrequently ,maintain the level

of performance by regular schedule of practice.

If he once knew how to do it ,but is

Doing it incorrectly

And does it regularly and does not do it

regularly Look for look for

Lack of Feedback Lack of Practice

As the probable cause

With the skills deficiency , we could ask is there is simplersolution?

Such using clear instructions and precautions

Manuals such as the car and apparatus manuals using a checklist using a color code using labels Using meters ..etc.

All these techniques assist in performance excellence and

reduction of the mistakes in the performance andconsequently solving the skills deficiency that may exist.

In this part , we talk about If there is a solution simpler than

performance maintenance or formal training.

Does he have what it takes?

You can make all the changes you like, but if your man doesnot have what it takes to do the job, either mentally orphysically , the changes are a waste of time.

During the previous part we talked about the change of the

job while at this part we talk about the change of the joboccupant.In this case we go to define whether the person has thepotential as desired

And in this case we have the following questions:

- Could he learn the job ?. - Does he have physical and mental potential to perform as desired? - Is he overqualified for the job?

All the previous part was concentrating on the issue of the

deficiency in the skill

In this second part we talk about the non-skill

deficiency reason :We have here the talk about the atmosphere of the workand the following points : A- Is desired performance punishing ? B- Is non-performance rewarding? C- Does performance really mater ? D-Are there any obstacles to performance ?

A- Is desired performance punishing ?

Define whether the desired performance leads to

unfavorable consequences.

How : What is the consequence of performing as desired? Is it punishing to perform as expecting ? Does he perceive desired performance as beinggeared to penalties? Would his world will be a little dimmer if heperformed as desired?

Such as the case with HSE department in reporting the

safety hazards at the area and faces a lot of unfavorablefeedback from the reported about Department.

B-Is non performance rewarding ?

To determine whether the non-performance or other

How : - What is the result of doing it his way not that way? - What is the reward, prestige , status & jollies he got from his performance? - Does he get more attention fro misbehaving than for behaving? - Is he mentally inadequate so that the less he does the less he has to worry about? - Is he is physically in adequate so that he gets lees tired if he does less?

B- Does performance really matter ?

- Does performing as desired matter to the performer? - Is there is a favorable outcome for performing? - Is there is an undesirable outcome for not performing? - Is there is a source of satisfaction for performing? - Is he able to take pride in his performance as an individual or as a member of the group of the team? - Does he get satisfaction from his needs form the job.

C- Are there obstacles to performing ?

To determine whether there are obstacles preventing the

desired performance .

How : - What prevents him from performing? - Does he know what is expected from him? - Does he know when to do what is expected from him? - Are there conflicting demands on his time? - Does he lack the Authority? The time , The tools? - Is he restricted by policies of by right way of doing it? Or way we have always done it that ought to be changed? - Can I improve the performance by improving lighting? Changing colors ? Increasing comfort? Modifying the work position? Reducing visual or auditory distractions? - Can I reduce “competition from the job-phone calls” Demands of less important but more immediate problems?In the end of the book , there is the question which solutionis the best : Here we are talking about two points : - What would it cost to go ahead with the solution? - What would be the added values if I did it?

And here we have the following questions:

- Are any solutions inappropriate or impossible to implement? - Are any solutions plainly beyond our resources? - What would it cost to go ahead with the solution?

- What would it be the added value if I did?

- Which remedy is likely to give us the most result for the least effort? - Which are we best equipped to try? - Which remedy interests us most?

In the end , I hope that through this quick reference to this

great book could do something .

I think there should be a scenario creation for this analysis

techniques or what is labeled at the end of the book withthe name of checklist to assist in determining the reasonsbehind the performance decline is it skill deficiency or otherpoint ?

In Looking at the performance problems as an issue , we

have to look at it from the factors that are related to anyother critical activity such as the following criteria: - Time span and the opportunity cost - The feasibility of the alternatives /solutions - The magnitude of efforts and resources - Also, the managers time spentAs in defining the performance problems and locating thereasons and the best solution , we have to be aware that weare practicing some sort of problem solving . So, we mayneed to consider some techniques such as 20/80 rule ,fishbone Analysis , Gantt Chart , Six Step Problem SolvingModel, Benchmarking , Brainstorming ..etc. in order toreach the optimum in defining the performance problemsand the best way of solution .

In defining performance problems and based on the review

of the book included in this file , I discerned the importanceof asking , the technique you kindly use in the classoccasionally, as through the questioning at some casesreality , the end result after answering some wellestablished questions , was something else not the firstmentioned reason . So, the dialogue is the tool that hasbeen used to monitor the real essence of the case we haveand there numerous examples in the book proving thiscomment.

I think the mentioned cases ,if were refined and collected

with the checklist at the end of the book , could be of usefulus in understanding the message of the book and could beused as a template for locating the performance problems.